Implementing Sales Infrastructure to Achieve Higher Growth

Business Challenge

Senior leaders saw several opportunities to improve their sales capability and infrastructure. With a small sales team, the organization had never standardized expectations for their main selling role. Similarly, each salesperson used their own unique strategies and tactics to sell through agents to their end customers. This resulted in various processes, tracked or not tracked at all, making it impossible for senior leaders understand current and future expected revenues. Finally, despite the technology team’s effort to provide sales with a functioning CRM, their tool had not been appropriately implemented for the sales team’s needs nor was it ever made mandatory for teams to leverage. The CEO knew they needed a few major changes in order to upgrade their sales capability and achieve a higher growth rate.


sales infrastructure quote

Symmetrics Group Approach

Symmetrics Group initially completed an assessment of all aspects of the sales organization to understand the biggest opportunities to improve sales capability and develop a sales infrastructure. As a result of the assessment, we had a few key recommendations.


First, we recommended establishing a standard salesperson role profile. This meant defining a standard job description, set of responsibilities, performance objectives, and compensation incentive plan. The new role profile was focused on ensuring the salespeople were hunting for new clients, not just servicing their existing and happy clients. The new role profile was critical to set expectations with the sales team regarding how their role was changing and what senior leaders wanted them to do differently going forward.


Next, we recommended a go-to-market segmentation approach that would focus the salespeople on clients with high and medium growth potential and focus the internal account management team on clients with lower growth potential. This resulted in a slight shift in client ownership but was key to making sure the right resources were deployed against the right types of clients in order to maximize revenue potential for the business.


Finally, we developed a sales process that the whole sales team would follow and use in order to track opportunities in a pipeline. We also designed a Territory Planning process to ensure the sales team was focusing accounts on high priority target clients. The Territory Planning process included a forecasting tool so that future expected revenues could easily roll up to senior leader reporting. Both processes were enabled by CRM recommendations and discrete data elements so that the technology team could re-implement a more valuable and user-friendly CRM.


We are excited to see the sales team’s quick adoption of the CRM, including tracking client account information and opportunities, including a forecast pipeline in the CRM, no longer in spreadsheets. In addition, we expect to see significant growth in their mid-sized client base as a result of the targeted sales effort based on the new segmentation approach.


Our client is one of many Vehicle Services Contract providers in the highly fragmented and highly competitive industry. To set themselves apart, our client was looking for ways to upgrade its sales capability and find new channels for growth while increasing its current rate of revenue growth. Senior leaders knew, however, that they were missing fundamental sales strategy and infrastructure, including role clarity, process, and technology, that was needed to achieve their goals.


Erica Abt – Erica’s experience in defining sales processes and developing supporting tools and technology brought significant subject matter expertise to this project. With experience designing training programs, Erica was able to build a one and half day of training to roll-out these changes in a way that was highly collaborative, engaging, and practical for the client’s sales, account management, and marketing teams.

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